Periodic Reporting for period 1 - INNOVIST 3.0 (INcreasing the InNOVation Management Capacity of SMEs in ISTanbul)
Berichtszeitraum: 2019-01-01 bis 2019-12-31
"INNOVIST 3.0 project funded by Horizon 2020 program, aims to provide Key Account Management (KAM) services to beneficiaries of Horizon 2020's SME Instrument and providing services for ""Enhancing Innovation Management Capacity"" (EIMC) to SMEs in the Istanbul region. The main objective of the project is to contribute to enhancing the competitiveness, growth, and profitability of SMEs in the region by assessing their innovation management capacities, performing gap analyses, and developing and prioritizing actions to resolve problems and further improve their innovation outcomes. KAM services provided to make sure that the beneficiaries of the SME Instrument in the designated region would face no difficulties and constraints during the execution and exploitation of their innovation project. The innovation management capacity and performance of the companies assessed by using tools in compliance with the CEN/TS 16555-1 standard (such as IMP3rove or smE-MPOWER). A total of 47 SMEs were offered these services, 36 of them targeted for EIMC services and 11 reserved for KAM services for the 2019 period. The project had a successful period in the mean of reaching KAM Services goals. EIMC services targeted at 52 but remained at 36 cases."
1. WP1 Key Account Management services for the beneficiaries of the SMEs Instrument:
The INNOVIST team was introduced to a total of 11 SMEs (10 Phase I and 1 Phase II) and tried to carry out Key Account Management activities during the project period. (months 1-12)
KAM activities for Phase I and Phase II projects were carried out smoothly and companies received the kind of coaching support they were hoping for. In each of the 11 cases, an INNOVIST team member (or Key Account Manager) visited the company with either a junior colleague or another Key Account Manager and tried to assess the current situation of the company in order to deploy their product/service and realize their business plan.
2. WP2 Enhancing Innovation Management Capacity for innovating SMEs
At the end of the project period, we have reached to 36 companies to deliver EIMC services. The methodology of smE-MPOWER or AToMIC (Assessment Tool for Management of Innovation Capabilities) was used for EIMC analyses and individual reports were generated for the companies.
The team focused their efforts more on the promotion of the project in 2019. A standalone website was launched, information days and workshops on innovation management were organized, and collaboration potential with public and private Stakeholders were explored, such as coupling the EIMC service with the national mentorship programs in order to signpost the SME to a relevant mentor.
The INNOVIST team was introduced to a total of 11 SMEs (10 Phase I and 1 Phase II) and tried to carry out Key Account Management activities during the project period. (months 1-12)
KAM activities for Phase I and Phase II projects were carried out smoothly and companies received the kind of coaching support they were hoping for. In each of the 11 cases, an INNOVIST team member (or Key Account Manager) visited the company with either a junior colleague or another Key Account Manager and tried to assess the current situation of the company in order to deploy their product/service and realize their business plan.
2. WP2 Enhancing Innovation Management Capacity for innovating SMEs
At the end of the project period, we have reached to 36 companies to deliver EIMC services. The methodology of smE-MPOWER or AToMIC (Assessment Tool for Management of Innovation Capabilities) was used for EIMC analyses and individual reports were generated for the companies.
The team focused their efforts more on the promotion of the project in 2019. A standalone website was launched, information days and workshops on innovation management were organized, and collaboration potential with public and private Stakeholders were explored, such as coupling the EIMC service with the national mentorship programs in order to signpost the SME to a relevant mentor.
In order to increase application rates, promoting the KAM services and achieving target KAM service numbers, we developed some strategies such as organizing specific information days about SME-I in prior project periods. As a result of previous efforts, in this project period, we overreached the target number of KAM services.
The team focused their efforts more on the promotion of the EIMC services in 2019. A standalone website was launched, information days and workshops on innovation management were organized, and collaboration potential with public and private stakeholders were explored, such as coupling the EIMC service with the national mentorship programmes in order to signpost the SME to a relevant mentor.
The team focused their efforts more on the promotion of the EIMC services in 2019. A standalone website was launched, information days and workshops on innovation management were organized, and collaboration potential with public and private stakeholders were explored, such as coupling the EIMC service with the national mentorship programmes in order to signpost the SME to a relevant mentor.